Making the theoretical more practical
One of the roles from my time in University life I have continued to fulfill is “dissertation advisor.” I am likely in the minority on this, but I loved the dissertation writing process as a graduate student. It was grueling at times, but I grew in my problem solving and critical thinking skills in significant ways.
One of the most significant decisions in the research process is identifying the theoretical and conceptual frameworks for a study. What’s the difference? (I’m glad you asked!)
The theoretical framework “presents the theories, rules, and principles that serve as the basis” for the study. “Thus, the theoretical framework presents broad concepts related to your study.” (source)
The conceptual framework “shows a specific approach derived from the theoretical framework.” The conceptual framework focuses on the specific factors and how those factors are interrelated. (source)
While these are research terms, we are more familiar with the concept than we may realize. Consider leadership...there are MANY theories out there. Here’s a sampling:
Transactional leadership
Contingency theory
Situational theory
Functional theory
Transformational leadership
I’ve read textbooks and popular books on many leadership theories, and honestly, I ususally find them pretty interesting. But these theoretical frameworks have little value unless there is a conceptual framework for us to use to apply them. In other words, theory has value when we can translate it into practice.
I think each of the theories above (and many others) have value and provide important perspectives for leaders. However, we need a conceptual framework for applying them. Here is the framework I have developed (again, compiled from many theories and frameworks out there)...the enABLe Leadership System.
“To enable” is to provide someone with the means to be able to do or be something...in this case, being an effective leader.
This system (or conceptual framework) has four parts:
SELF: In this case, “self” is referring to the leader. The leader has a significant role in the healthy functioning of an organization (or the dysfunction). Leader behavior affects everyone. In addition, I am a proponent of the “you can’t manage others unless you can manage yourself” concept. Examining SELF means reviewing your habits, traits, and skills, including dimensions of emotional intelligence, to identify next steps in your development. Small improvements in self-management can have a big impact on other leadership facets and overall effectiveness.
CULTURE: Every organization has a culture, including the vision, goals, beliefs, expectations, communication, and events. A positive culture can pave the way for an organization meeting its mission; however, organizations always have negative influences within the culture. Examining CULTURE means honestly evaluating the positive and negative aspects of the organization.
OTHERS: Organizations are comprised of people – employees, students, customers, supporters, donors, clients – whatever the category, people are the heart of any organization. Examining OTHERS means studying the people-related culture, processes, and connections. This includes how people are valued, how they work with one another and how they contribute to the overall culture and success of the organization.
SYSTEMS: Although this is not usually considered the most glamorous aspect, every organization has systems – the processes, structures, policies, and infrastructure that support (or hinder) the work of the organization and the effectiveness of the people within. Examining SYSTEMS means assessing, analyzing, and improving the policies and processes within the organization.
So how is this framework applied? Let us look an example.
You are the leader of a company with a not-well-defined hiring process. Applicants are complaining about not receiving feedback after the application is submitted (“crickets...”). Hiring managers are uncertain about the hiring steps and their responsibilities vs. the responsibilities of the HR department. Some managers are asking inappropriate questions during the interview process. You (the senior leader) are wondering why you are losing quality applicants. The data suggests a pattern of problems.
A quick overview of the leadership facets conveys the following (this is not exhaustive):
SELF: The senior leader is detached from the realities of the day-to-day operations. I wonder how the top leaders participate in hiring their own direct reports and whether they also participate in the problem.
CULTURE: There is laziness in the hiring process. Valuing applicants, communicating with them in a timely fashion, and conducting professional interviews do not appear to be embedded in the culture of the organization. In short, hiring needs to be valued, and new employees should be celebrated and supported.
OTHERS: Both the HR department and the hiring managers need training and development regarding an effective, professional hiring process. Their individual and collective roles should be communicated, understood, and followed. Their understanding of the big picture and their role within it needs to be strengthened.
SYSTEMS: The infrastructure and processes do not appear to be sufficient for hiring. Email templates for the various stages of the hiring process need to be developed. Interview best practices should be taught (and then enforced). Key representatives from the various teams involved in hiring should work together to develop a shared vision and support processes for this essential organizational function.
This really is a quick overview, and a "real" situation would likely have many more facets and details. You can see how the four facets are different yet interrelated. Chances are, once you dig into a problem like this, there will be other problems emerge. Don’t be overwhelmed by that. Be faithful in applying the framework and persevere in creating a plan to solve the problem.
Another benefit of the framework is not having to wait for a problem to use it. Improvement is always possible from wherever you are. Focus only on organizational culture and make some progress. Or as a leader, choose to examine your own strengths and weaknesses and make a plan for growth. Whether the system is used in a comprehensive way (like in the example above) or in a targeted approach, the framework is a practical model for leadership development.
I would love to help you take those next steps. Whether you have a problem to solve or a desire to progress to excellence, ABL Wise Consulting and the enABLe Leadership System can help.
pc: Hassan Pasha via Unsplash
